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Dangerous Conversations: Coaching For Exceptional Performance By Gregg Thompson How often do you engage in the kind of conversation that stimulates others to change their performance? First, reflect on the following: How many conversations do you have during an average day? 30, 50, 100? How many of these simply function as social lubricants, helping you slide through the day without having to address the real and important issues you face? How many of these conversations really matter?
Now, reflect on the significant conversations you had over the last week. Consider the following: at the end of the conversation did you feel complete? Did you say everything that needed to be said? Did you feel good about the interaction? If so, notice why. If not, consider what was missing. Notice if there was something else you wish you had said or done. Did you feel that you held back in the conversation? Did you find yourself later having the conversation you wish you had had with another co-worker, friend or perhaps your spouse? Maybe you just have the conversation with yourself. If so, you are not alone. These are very typical reactions when we avoid the important conversation.
Leaders at all organizational levels are being asked to be more coach-like with their team members, colleagues, and even their customers. Unfortunately, many who lead organizations find themselves ill-equipped to provide such coaching. It's not that we lack the requisite interpersonal and leadership competencies, but that coaching requires more. Coaching challenges us to engage in a different kind of conversation; one that confronts real topics of performance discrepancies, aspirations, values, disappointments, and passions –topics that are often uncertain, uncomfortable and emotionally charged.
We call these Dangerous Conversations. Not dangerous because someone will be hurt (quite the contrary), but dangerous because they always explore new, uncharted territory with all the accompanying risks that range from defensiveness to vulnerability, from anger to euphoria.
Coaching requires us to engage in the Dangerous Conversation. It is dangerous because it confronts
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Germany's rite of baggageA rucksack maker that cashed in on a national back-to-school tradition has struggled to find a market abroadBrands dash into RussiaConsumer goods companies are vying to tap the country's vast marketArtful practitioners of a confidence trickContemporary art is mostly a folly, dreamt up by wily promoters to spoof those who have limited taste and too much cash. The bubble will burst, writes Luke Johnson
Profit by root and branchFrom essential oils to timber, Wellington Baiden has ambitious plansSound call in a growing marketICR's speech recognition technology has proved its worth
questions that need to be asked: "Are you doing your very best work right now?", "How are you getting in your own way?" and "What would happen if you really took your foot off the brake?" It is dangerous because it raises issues that are uncomfortable for even the most experienced managers: "You are better than this", "This sounds like an old, tired story" and "I think you are afraid to try." Walk Away Empty When we engage in a dangerous conversation we walk away empty; everything that needed to said was said directly and honestly to the person who needed to hear it. We know immediately when we have done this because we feel a release. The burden we carried is transformed into a wonderful gift for another. Even if the message is very difficult for the other person to hear, if it is delivered with the other person interests at heart, we can take comfort in knowing our work is done. We did not hold back in our communication; we respected the other person enough to tell him the truth. We cared enough about his success to take the risk and to be uncomfortable for his benefit. We also know immediately when we haven't given everything to a conversation. We held back, not wanting to hurt, challenge or even affirm the other person, arrogantly believing that our words would be too much for him to handle. We lacked the courage to share our unvarnished perspective. As a result, we leave the interaction feeling unsettled, still filled with our real concerns and all the thoughts we censored, left to ruminate on them indefinitely. Sometimes we even seek out a third party with whom to finally speak our truth; the conversation that we didn't have the courage to share more directly. Communication experts call this process "triangulation," but to most of us, it is simply gossip. Are you a Leader Coach? Are you known to be able to have the Dangerous Conversation? Would others call you a coach? Try This: Think of someone you have complained about recently. Also, think about someone whom you believe is very talented but underachieving. Then ask yourself, "What is the dangerous conversation I need to have with these people?" Make a promise to have those conversations today. After the conversation, notice how you feel. Do you feel empty? Did you say everything you needed to say to the person at that time? If you felt you held back, notice what you held back and why. Develop the habit of having Dangerous Conversations every day. Article Directory: http://www.articlecube.com Gregg Thompson is President of Bluepoint Leadership Development and author of Unleashed!: Expecting Greatness and Other Secrets of Coaching for Exceptional Performance. He can be reached at greggthompson@bluepointleadership.com
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Online University Design
An online university is a web site that provides a complete "one-stop shop" for all your employees' training
needs. By logging into an online university, your employees obtain information about newly released training
programs, guidance on the programs that are appropriate for them, registration services for both online and
classroom courses, and immediate access to their training records.
Online universities are not the exclusive province of large corporations. Small and midsize firms that do not
have their own private networks can provide online university services to their employees using an ASP
(Application Solution Provider) model. Many of the key features of online universities are now offered by a
national and international suppliers on an outsourced basis.
How to Teach Adult Learners
Many aspects of teaching adults are fundamentally different than those employed in teaching children.
Andragogy is a word popularized at the end of the twentieth century to describe the difference. This article
by D. Verne Morland, managing partner of ROI Learning Services, highlights the important principles in
teaching adults and suggests how they can be applied to business training.
How to Write Instructional Articles
Instructional articles are very different from articles in reference manuals, product brochures, or even
professional literature. This article by Herbert L. Bivens, chief learning officer of ROI Learning Services,
defines instructional articles and describes how to write them.
Put Earn in Your Learning
Many companies view training as a component of their employee benefits package - an expense to be controlled,
not an investment to be maximized. This attitude is dangerously outdated. Survival in today's global economy
requires continuous, cost-effective, world-class training. This article by D. Verne Morland, managing partner
of ROI Learning Services, explains how to identify the "earn" in learning and measure the results
as you would with any other business investment.
Online and Blended Course Development
Online courses are self-contained, independent-study programs delivered via the worldwide web. They may be
relatively simple and short, delivering a little knowledge when and where it is needed. Or they may be
sophisticated, multimedia learning experiences that engage students for many hours over several sittings.
Online courses are primarily useful for conveying new information; they are less effective in conveying and
rehearsing new skills and in motivating students to apply their new knowledge.
Blended courses use a combination or blend of instructional methods and delivery technologies to convey
information, skills, and motivation to students. Blended courses offer almost all of the same instructional
methods and benefits as classroom courses, but with the distinct benefit of being delivered virtually.
ROI Learning Services has the expertise to identify which type of course is best for your company's
learning needs and we can deliver high quality programs that will have a measurable impact on your
business results.
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